Improvement Coach Professional Development Program

Information Call

February 14, 2018

These presenters have

nothing to disclose

Karen BaldozaTricia BolenderSue Butts-DionMark Bradshaw

Agenda

• Welcome and introductions

• Program overview and framework

• Program design and expectations

• Q&A

• Logistics and closing

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IHI Faculty: Karen Baldoza7

Karen Baldoza, MSW, Executive Director, Institute for

Healthcare Improvement (IHI), is co-lead of IHI's Improvement

Science and Methods Portfolio and teaches in IHI's programs

aimed at building individual and organizational capability for

improvement. As a trained Improvement Advisor (IA) and Lean

Facilitator, she also leads and coaches staff in improvement

within IHI, and serves as an IA in IHI’s results-oriented initiatives

such as The John A. Hartford Foundation-funded Creating Age-

Friendly Health Systems. Previously, Ms. Baldoza was the

Continuum of Care Portfolio Operations Director, overseeing IHI’s

work in addressing the patient journey in health and chronic

disease care outside of acute care settings. She also managed

relationships with strategic partners and several large strategic

initiatives, such as The Robert Wood Johnson Foundation-funded

Pursuing Perfection initiative. Prior to joining IHI in 2000, Ms.

Baldoza worked for the Commonwealth of Massachusetts as an

assistant director in the Executive Office of Elder Affairs, and in

public health prevention and policy efforts.

IHI Faculty: Tricia Bolender

Tricia Bolender, MBA, Improvement Advisor

As an improvement specialist and consultant focusing on social impact, Tricia Bolender advises governments, nonprofits, foundations, and Fortune 500 companies and senior leaders on strategy, innovation, and sustainability. She serves as Faculty at the Institute for Healthcare Improvement, where she partners with governments in low- and middle-income countries to accelerate affordable access to high quality health care through systems change and improvement.

She received her BA from Harvard University, MBA from Columbia Business School and MA in International Affairs from Columbia University. She serves on the Board of Directors and sits on the Advisory Boards of several non-profits in the health and education fields, including Minds Matter, Kangu, and Unite for Sight. Her current focus is on authentic leadership, behavior change, and organizational effectiveness.

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IHI Faculty: Sue Butts-Dion9

Sue Butts-Dion has more than 25 years of experience as an

Improvement Advisor, working for the Institute for Healthcare

Improvement, the National Institute for Children's Health Quality

(NICHQ), Maine Quality Counts, North Carolina’s Population Health

Improvement Partners, New Hampshire’s Pediatric Improvement

Partnership, Quorum Health Resources, and many other

organizations. As President of Butts-Dion Consulting, Ms. Butts-

Dion's work includes providing quality improvement support and

coaching to many maternal and child health projects and advising

the Centers for Medicare and Medicaid Services’ Strong Start

Initiative for the IHI, NICHQ’s Texas Breast Feeding Learning

Collaborative, and the Centers for Disease Control and Prevention’s

EMPower Breastfeeding Collaborative. Sue currently leads the

Improvement Advisor track for the IHI’s Breakthrough Series

College. Among other publications, she co-authored A Resource

Guide for Chapters, developed for the American Academy of

Pediatrics and published in 2006, and "Partnerships for Quality

Project: Closing the Gap in Care of Children with ADHD," published

in 2007 in The Joint Commission Journal on Quality and Patient

Safety.

IHI Staff: Mark Bradshaw

Mark Bradshaw, Event Coordinator at the

Institute for Healthcare Improvement. Mark

supports events and projects with the

Improvement Capability team. Previous to

IHI, Mark attended Suffolk University where

he majored in both Political Science and

Philosophy.

The aim of this program is to…

Further develop your improvement knowledge and

skill so you can coach and facilitate improvement

teams as well as support the implementation of

improvement strategies throughout your

organization.

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This program is designed to help you…

• Understand the science of improvement and use the Model for Improvement as a

roadmap for improvement projects

• Coach improvement teams on how to develop, test, and implement changes including

identifying high-leverage change ideas and testing them using PDSA cycles

• Become skilled in how to use data for improvement and other key quality

improvement tools

• Build skills in team facilitation, communication, decision making, and understanding

team culture

• Apply just-in-time teaching of improvement skills to team members in order to

advance the team’s work

• Leave with a specific plan for how you will continue coaching your team and prepare

yourself to coach subsequent teams

• Learn concepts of implementation, sustainability, and scale-up

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Curriculum framework: The CORE & ENGINE

Curriculum framework: The BUILDING BLOCKS

Curriculum framework

Building Competency as a Coach

Adapted from Bloom's Taxonomy of Educational Objectives ,1956

The Learning Curve

Building Competency the Real Story

Source: John S. Dowd, Courses in Continual Improvement,. Adapted from Bloom's Taxonomy of Educational Objectives ,1956

Program design and key dates

March 21

12-1:30 PM ET

Getting

Started

Webinar

April 9-11

Boston, MA

Workshop

1

June 20

12-1:30 PM ET

Final

WebinarWorkshop

2

June 4-6

Boston, MA

May 2

12-3 PM ET

May 9

12-3 PM ET

May 16

12-3 PM ET

Virtual

Workshop

1

Virtual

Workshop

2

Virtual

Workshop

3

Support

IHI.org Email distribution list Faculty consults

Coaching feedback from fellow coaches and faculty

Expectations

• A team with an improvement project to coach – essential for successful learning!

• Knowledge of and previous experience applying quality improvement concepts, methods, and tools

• Ready to take the next step and coach improvement teams

• Conduct preparatory exercise and bring results to first workshop

• Attend both three-day, in-person workshops

• Participate in five virtual workshops/webinars

• Commit to working on your project immediately following the sessions – we learn by doing

• Willingness to share your work and coaching with the rest of the participants – all teach, all learn

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Workshop 1 overviewDay 1 Day 2 Day 3

• Let’s get started!

• What is quality

improvement?

• What are we trying to

accomplish? Establishing

aim statements

• How will we know that a

change is an improvement?

• Understanding variation

• Creating and using run

charts

• Running effective meetings

and making team decisions

(Part 1)

• How will we test our

change ideas?

• Running real PDSA

cycles

• PDSA exercise

• Planning and

coaching PDSA

cycles

Lunch

• Building your team: First

things

• What do we want to

accomplish? A deeper

dive

• How will we know that a

change is an

improvement? The why,

how, and what of “data

for improvement”

• Running effective meetings

and making team decisions

(Part 2)

• What changes can we make

that will result in

improvement?

• Developing change

ideas

• Selecting change ideas

• Facilitation (Part 1)

• Teamwork and

communication:

Understanding working

styles

• Closing

Adjourn

Program design and key dates

March 21

12-1:30 PM ET

Getting

Started

Webinar

April 9-11

Boston, MA

Workshop

1

June 20

12-1:30 PM ET

Final

WebinarWorkshop

2

June 4-6

Boston, MA

May 2

12-3 PM ET

May 9

12-3 PM ET

May 16

12-3 PM ET

Virtual

Workshop

1

Virtual

Workshop

2

Virtual

Workshop

3

Support

IHI.org Email distribution list Faculty consults

Coaching feedback from fellow coaches and faculty

Workshop 2 overview

Day 1 Day 2 Day 3

• Using and coaching on

run charts: Your turn

• Developing change

ideas: Creativity

• One-on-one leadership

coaching

• Developing change

ideas: Change packages

• Breakouts: Works in

Progress (WIP)

presentations round 1

• The long-term impact of

improvement:

Implementation,

sustainability, and scale-

up

• Breakouts: WIP

presentations round 2

Lunch

• Control charts: An

overview

• Facilitation - Part 2

• Qualitative Data

• The art of coaching:

Coaching practice round

1 breakouts

• Visual displays of data

• Open space

• The art of coaching:

Coaching practice round

2 breakouts

• Graduation!

Adjourn

Program design and key dates

March 21

12-1:30 PM ET

Getting

Started

Webinar

April 9-11

Boston, MA

Workshop

1

June 20

12-1:30 PM ET

Final

WebinarWorkshop

2

June 4-6

Boston, MA

May 2

12-3 PM ET

May 9

12-3 PM ET

May 16

12-3 PM ET

Virtual

Workshop

1

Virtual

Workshop

2

Virtual

Workshop

3

Support

IHI.org Email distribution list Faculty consults

Coaching feedback from fellow coaches and faculty

Questions?

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Program logistics

• Workshops 1 and 2 will take place at the Institute for

Healthcare Improvement (Boston, MA)

• Room block available at local hotel for both workshops

• Continuing education credits available for nurses,

pharmacists, and physicians

• Enrollment fees:

– Regular rate: $5,995 per person

– Group rate: $5,096 per person (3 or more people)

– Discounts and scholarships available

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Program logistics

• For more information, go to: http://www.ihi.org/education/InPersonTraining/ImprovementCoach/I

mprovement-Coach/Pages/default.aspx

• Click here to enroll:http://app.ihi.org/events/SelectAttendee.aspx?New=1&EventId=308

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Improvement

Coach

Begins

March 21

Contact Caitlin!Contact IHI team member Caitlin Littlefield (left) at

617-301-4800 or clittlefield@ihi.org to learn more and enroll

for the Improvement Coach Professional Development

Program.

ihi.org/ImprovementCoach

We hope you will join us!28

Appendix• More on Projects• IHI’s Improvement Coach and Improvement Advisor

Professional Development Programs Side-by-Side

Project selection

• The team’s project and its results should be important for your organization

(unit/department for this smaller scope) and have a good chance of success

• The project is clearly a:

– Process (where you can identify the boundaries) and it’s not currently undergoing

changes already

– Problem that is linked to a process

• Smaller scope – can test and see results during the program

• Potential measures have been identified, and data can be collected daily (weekly, if

necessary)

• The project has a sponsor who can help guide and monitor the project and remove

barriers to improvement

• The team or team’s sponsor has control over the systems, processes, products, or

organizations where the anticipated changes must be made

• Improvement team members are available and eager to learn

• The process owner is able and willing to be the team leader and work with you in and

between team meetings

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Criteria Additional Details Your Score (1 – 5)Note: A score of 5 indicates strong agreement with this criteria while a score of 1 indicates little to no agreement with this criteria.

Availability of team

• Project team includes 3 to 5 people• Team able to meet frequently enough to apply

learning• Leaders willing to give Improvement Coach dedicated

time to work on project

Authority of team • Team able to make changes without permission• Process owner able and willing to lead team

Willingness of team

• Team eager to learn and willing to participate• Process owner willing to work with Improvement

Coach

Type of project • Project is improvement of a process• Process is not already undergoing major change• Project is in its infancy or has not started yet• Data for process already exists

Scope of project • Project could be completed over the course of 3 to 6 months

• Project has a high likelihood of success• Key measures of success have already been defined

Energy and interest

• Improvement Coach finds project interesting and engaging

• Organization finds project of benefit to overall strategy

Examples of appropriate projects

• Improve a process that produces good results most of the time but occasionally results in errors or problems

• Identify a process that better matches and meets a patient or family need, even if patients or families have not expressly asked for it

• Identify and improve processes, products, and services by making fundamental changes even though the output is currently not considered a problem, in order to deliver even better outcomes in the future

• Improve a product, process, or service today, which will put us in a better competitive position

• Fix a recent or recurring problem that all agree needs to be fixed to put a process back (restore) to the level it was designed to perform or to exceed expected performance

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Not good candidates for a project

• Developing a measurement system

• Fixing a transient problem or emergency

• Implementing inspections/reviews to prevent errors from reaching the patient/customer

• Improving employee compensation

• Implementing a one-time or infrequent training or educational workshops

• Area of focus currently undergoing major changes already

• Any project where you expect an IT or training solution

• Any project where you cannot answer the question “How will I know a change is an improvement?”

• No leadership support or outside the sponsor’s control or influence

• Huge (“solving world hunger”) projects with short timeframes

• Politically charged issues

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Examples of past participants’ teams’

improvement projects

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• Reducing pressure ulcers; Visual cues for bedside staff in pediatric pressure ulcer prevention

• Reducing resident falls at Hospital A

• Emergency department utilization at Medical Center B with patients

• Improving emergency department care of patient’s with DVT/PE

• Improving follow-up post hospital stay

• Improving diabetes outcomes

• Increasing access to behavioral health

• Reducing the number of days to schedule an appointment for surgery

• Decreasing wait time for cancer patients seeking overnight lodging

• Patient-centered design: Reducing paperwork for patients (and increasing patient and

provider work flow and satisfaction)

• Improving adherence to new guidelines

• Reducing appointment “no-shows”

• Improving medical screening process; Increasing screening rate for social needs in an

ambulatory clinic

• Improving hydration on an elderly ward

• Increasing community resident attendance in fitness programs

• Increasing student asthma medications in school nurse’s office

• Reducing parental complaints regarding homework

• Improving housing placements; Improving rapid re-housing

Improvement Coach Improvement Advisor

Audience Those seeking to incorporate

improvement into daily work

area/responsibilities and coach

improvement teams

Those who are or are becoming

improvement professionals

Scope Unit/department level Organization-wide

Time spent in

improvement role

and responsibility

25-50% to support and facilitate

organizational improvement

strategies

Nearly 100% to accomplish

organizational improvement

strategies

Program

applicationCoach a team running an

improvement project (small-

medium scope)

Lead a strategic improvement

project

Program length 3-4 months 11-12 months

Program

workshops2 (3 days each) 3 (4 days each)

Program

webinars5 13

Audience

experience levelCompetent-Proficient Proficient-Expert

Price $5,995/person (regular rate) $16,200/person (regular rate)

IHI’s Improvement Coach and Improvement Advisor Programs